Danaher Business System: Hach Sales Team Case Study
Former VP at Danaher
inpractise.com/articles/danaher-business-system-in-hach-sales-team
Former VP at Danaher
The exec has served over 10 years at Danaher having worked with 3 different opcos of the group, starting off in a role at Gilberto Greensboro where they managed a huge team and over 600 million of annual revenue (being one of the biggest opco of Danaher at the time). Then he moved to Hach, where he was the executive leader of sales, commercial operations, and customer service teams, and in their last role, they moved to Trojan Technologies and worked all these years directly with the global President of Danaher Corp.
Interview Transcript
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Did you see any signs of Danaher deploying Lean in these acquisitions? It seems like they're not banking on Lean in these acquisitions? They're not purchasing Aldevron for 10 billion and saying, "We're going to improve the operating income by this amount."
Danaher operates in a specific way. If you're part of Danaher, you're expected to embrace DBS, for all the right reasons. It's beneficial for customers, it's efficient, and it's good for employees. Even if you're a novice at Lean, it's not an option. You're expected to adopt a Lean culture. Over time, even a company that's not Lean, when acquired, regardless of how strategic and unique they are, will be run like any other Danaher company. That's why Danaher excels at this, they don't make exceptions. The challenge lies in spreading this culture across numerous companies and 70,000 employees worldwide. It's fascinating to see how they've evolved.
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